Seth Godin


American Author, Entrepreneur, Marketer and Public Speaker

Author Quotes

We spend time and energy trying to perfect our craft, but we don?t focus on the skills and interactions that will allow us to stand out and become indispensable to our organization.

Trying and failing is better than merely failing, because trying makes you an artist and gives you the right to try again.

We can't suddenly quit a job and then race to find a form of art that will pay off before the next mortgage payment is due. Creating art is a habit, one that we practice daily or hourly until we get good at it.

We trade our genius and artistry for apparent stability.

Turn strangers into friends. Turn friends into donors And then... do the most important job: Turn your donors into fundraisers.

We do not need to teach students to embrace the status quo.

We used to live in an industrial age, a Smithian-Marxist world where the worker sought to do as little as possible and the boss tried to get the worker to do as much as possible. In our self-serve economy, though, that?s just not true. All sorts of roads, but you have to supply your own locomotion.

Twice as much polishing is not twice as good. Ten times as much polishing is definitely not ten times as good. Whether you?re polishing a piece of furniture or an idea, the benefits diminish quickly.

We don't need more stuff; we need more humanity.

We?re all obsessed with ideas because ideas, not products, are the engine of our new economy.

Two different things: A crowd is a tribe without a leader. A crowd is a tribe without communication. Most organizations spend their time marketing to the crowd. Smart organizations assemble the tribe.

We happily give up our freedom and our income in exchange for having someone else take responsibility for telling us what to do next.

We?re entering a revolution of ideas while producing a generation that wants instructions instead.

Too many organizations are willing to make a half-assed effort to try a new tactic, but require a writ from the Pope to quit a tactic. This not only dilutes their ability to execute?witness it also leads to an impotent organization that rarely breaks through, even when they?re on to something. This means that the Dip isn?t pain; nor is it something to be avoided. The Dip is actually an ally. Because when the Dip shows up, you?re know you?re close to a breakthrough, to getting to the other side, to mastery, and to being the best in the world.

Ultimately, people are most easily lead where they want to go anyway.

We have been brainwashed by school, indoctrinated by industrial propaganda, and mesmerized by the popular media into believing that compliance is not only safe but right and necessary.

We?re extremely adroit at hiding our fear. Most of our lives in public are spent papering over, rationalizing, and otherwise denying our fear. We go to war because we?re afraid, and we often go to spiritual events for the very same reason.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

Understanding that your job is to make something happen changes what you do all day.

We have embraced the industrial propaganda with such enthusiasm that we have changed the very nature of our dreams.

We?ve been raised with a false belief. We mistakenly believe that criticism leads to failure. From the time we get to school, we?re taught that being noticed is almost always bad. It gets us sent to the principal?s office, not to Harvard.

Traditional sales and marketing involves increasing market shares, which means selling as much of your product as you can to as many customers as possible. One-to-one marketing involves driving for a share of customer, which means ensuring that each individual customer who buys your product buys more product, buys only your brand, and is happy using your product instead of another to solve his problem. The true, current value of any one customer is a function of the customer's future purchases, across all the product lines, brands, and services offered by you.

Very few of us set out to be average or to be typical.

We have little choice but to move beyond quality and seek remarkable, connected, and new. Remarkable, as you've already figured out, demands initiative.

We?ve been teaching, cajoling, and yes, forcing people to hide their empathy and their creativity and pretend that they are fast-moving automatons, machines designed to do the company?s bidding.

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American Author, Entrepreneur, Marketer and Public Speaker